a) Employees reluctant to work from home: Some employees are unwilling to work home from your home which might be due to the fear that they could be neglected by their company. Being overlooked by an employer could have an impact on employees working from home chances of profession advancements, special offers, salary increment, and performance identification. Reluctant to work from home may be due to the inability of the employees to have the possibility to meet and socialize using their colleagues and move on to know one another physically. Not knowing each other in physical form could lead to the lack of sharing of ideas because sometimes it is difficult to talk about ideas with someone you have never met on the phone.
b) Communication breakdown between virtual groups and employees: Every single employee has his / her own preferred approach to communication, and the inability to apply the right approach to communication between online workers could lead to communication break down. Communication breakdown could impact employees' performance as well as efficiency of the company.
c) The concern of new employees working from home: New employees might possibly not have the enough experience and exposure to handle their designated tasks efficiently as telecommuters. Being that they are new, they have to be exposed to a variety of tasks and permitted to handle a few of the difficult and complex issues in the office. Managing difficult and complex issues might require the assistance of experience employees that could be easily available at the office. Also, new employees should get the opportunity to study from experienced employees and mentors at the office before letting them home based. Addititionally there is the need for new employees to establish relationships using their co-workers, superiors, and subordinates in order to be able to tackle them for help when the need arises to get the job done.
d) Technology problems: Since digital employees count almost totally on technology such as computers, telephones, fax machines, and so on to complete the job, everything should come to a standstill in case there is technology failure such as computer crash. Addititionally there is the cost involved in mailing IT technicians to specific location of virtual employees to repair the problem.
Even though these problems result from both the company and the employees, I believe the majority is problems and concerns from the employees. While the company can have measures in place to handle nearly all these problems and could provide all the required tools because of its employees to operate successfully, the employees themselves will face problems such as isolation, ineffective communication, insufficient mentorship, etc.
2. Characteristics of individuals who adjust easily to telecommuting:
Characteristics: Self-motivation, organized, technologically inclined, strong communication skills, good work ethics, good problem dealing with skills, common sense of laughter, and ability to complete the job. Employers can identify these characteristics during job interview. During the job interview, employers should ask questions that will allow applicants to demonstrate these characteristics. Employers may possibly also identify individual with these characteristics by looking at the job seekers past experience, achievements, and successes. Employers could also develop employees to be better telecommuters through training, mentorship, problem resolving exercises, and pairing with those proficient in telecommuting.
Chapter 2
Case Study 2. 3 The Trouble with Business Ethics
1. Importance to encourage and support employees who survey possible wrongdoings:
It is important to encourage and support employees who record possible situations of ethical wrongdoing so that the employees will never be reluctant to survey unethical conducts and wrongdoing for concern with being exposed. By being uncovered, the whistle blower could lose his / her job or position or won't feel comfortable employed in his / her department or doing work for the business. By pushing and promoting whistle blowers, problems and wrongdoings in the business could be brought to book for immediate action resolution. This could decrease problems to the trustworthiness of the business. Also, by guarding whistle blowers, companies could keep its human capacity and good employees. Corresponding to article, 95% of whistle blowers lose their jobs, and some employees will choose to leave the company instead of confirming ethical wrongdoing. Protecting whistle blowers may possibly also prevent law suits from employees and the government.
In order to aid whistle blowers, companies should create and enforce insurance policies about reporting illegal or unethical procedures in the company. Also, top professionals and managers should show highest criteria of moral do and demonstrate strong dedication to supporting and motivating whistleblowers. By demonstrating strong commitment to ethical benchmarks and behaviors, other employees will do the same and employees will be inspired to report wrongdoings.
2. Actions used by companies to improve ethical standards:
Companies have taken activities such as firing of executives and plank of directors who are located guilty of misconduct and wrongdoings. Some companies such as Boeing have instituted and enforce rigid ethics codes, rules, and guidelines. Others have setup ethics departments and devices and have chosen top experts to head these departments and systems. I think these activities are substantive changes because they're being enforced firmly. Also, nearly all companies leading the way of enforcing stringent ethics guidelines has been struck with scandals and unethical activities before and would not desire to be in the same or worse situation again.
Chapter 3
Case Analysis 3. 2 How Failing Breeds Success
1. Experiential learning process mentioned in the article:
Learning through experience - this process involves participating in an identified job or activity, reflecting on or examining the experience through the experience during the activity, and attracting conclusions. In sketching conclusions ideas are formed about the consequence of the activity and experiment is performed to test the validity of the theories formed. Within an experiential learning, the organization or its employees must have strong learning orientation where new learning opportunities and ideas are pleasant. Also, the business and its employees should think about flaws and failures as part of the learning process. Referring to the article, when Intuit Inc. adventurous marketing campaign to focus on young duty filers failed, the company performed a postmortem or evaluation to determine the cause of the inability. By so doing, the business learned of their mistake and inability. Also, when Corning Inc. DNA microarray chip task failed, the company performed evaluation of the failing. Through the examination, the company observed a new job and market for medicine discovery and testing.
2. Perceptual problems professionals need to beat with inability:
Managers need to beat attribution mistakes and self-serving bias. To be able to reduce these problems, managers should be aware that perceptual problems do exist, they should have self-awareness of perceptual problems, and they should take part in meaningful connection.
Chapter 4
Case Review 4. 2 Dispatches from the War on Stress
1. Stress management strategies applied most and least in the case study:
Of the types of stress management strategies identified in the chapter, the strategy that is mainly applied based on the article is removing the stressor. On the other hand, the strategy that is least applied is changing stress notion. With regards to eliminating the stressor, some companies are assisting their employees with better work-life balance programs such as job writing through addition of extra employees; provision of personal services at the work premises such as car vehicle repairs and hair salon services; and environment of possible goals.
2. Stress benefits mentioned in the event research and stressors associated with the outcomes:
Stress outcomes mentioned in the case study include getting rid of out, exhaustion, and committing suicide. Stressors associated with these stress final results are work overload, low activity control, humiliating criticisms, and high-pressure management tactics.
3. Why serious stress benefits result from failing to achieve performance goals:
Failure to attain performance goals cause serious stress outcomes due to consequences associated with the failure such as pressure from managers and unfavorable annual performance review. Failure to accomplish performance goals causes pressure from superiors as well as the pressure already being experienced to attain the goals. By pressurizing employees, their stress levels rises which brings about serious stress outcomes. Poor twelve-monthly performance review prevent most employees from getting pay raises or being promoted to higher positions which also improves their stress level and brings about serious stress outcomes. Higher goals from employers lead to performance failing which in turn contributes to serious stress effects scheduled to criticisms and unfavorable conditions from employers. Success in obtaining performance goals is afflicted by the difficulty of the set in place goals, and the more challenging it is to achieve the goals, the higher the amount of stress will be.
Chapter 5
Case Research 5. 2 Motivating Personnel When the Money is Tight
1. Drives and needs associated with approaches for attracting and retaining new employees in the event study:
a. Strong campus recruiting and use of interns:
Drives: drive to learn and also to acquire
Needs: self-actualization, esteem, and physiological.
b. Comprehensive training programs, quick progression, and opportunities for leadership positions:
Drives: drive to learn, acquire, bond, and defend
Needs: belongingness, esteem, and development and self-actualization
c. Provision of comp time, increased getaway time, and flexible work schedules:
Drives: drive to bond, and also to acquire
Needs: belongingness/love, safety
d. Provision and improved mentoring programs:
Drives: drive to acquire, learn, relationship, and defend
Needs: belongingness, esteem, and self-actualization
e. Competitive pay:
Drives: drive to acquire and bond
Needs: belongingness, physiological, and self-actualization
f. Opportunities for employees to build up their own new ideas:
Drives: drive to acquire, learn, and defend
Needs: development and self-actualization, esteem, and belongingness
g. Providing ways for employees to give back to world and additional time for volunteer work:
Drives: drive to obtain, connection, learn, and defend
Needs: belongingness/love, esteem, self-actualization, and safety
The drive to acquire and the need for progress and self-actualization seem to dominate in the article.
2. Reduced amount of emotions of inequity with interest and retention initiatives explained in the event study:
First of all, the comparison has been employees of different business and not the same company/industry as Claire Pignataro and the other employees so with the appropriate appeal and retention initiatives in destination to stimulate employees, the emotions of inequity will be significantly reduced. The nature of the job of the employees of different industry might vary from that of Claire Pignataro and his colleagues, hence the difference in pay. Alternatively, if the nature of the work is the same, with the proper fascination and retention programs set up, emotions of inequity will be reduced. Even though Claire Pignataro and the other recruits earn significantly less than employees of different sectors, they can be being provided with resources and opportunities to satisfy their drives and needs. Claire Pignataro and his fellow workers are being given bonuses such as comp-time, flexible work schedule, and opportunities for early on a better job, which are factors that will inspire them to stay with the business.
Chapter 6
Case Study 6. 2 Steps to make a Microserf Smile
1. Changes Lisa Brummel designed to Microsoft's performance and incentive practices and just why Microsoft had those performance and pay back practices in place:
Lisa Brummel overhauled the performance review system. She abolished the unfavorable aspects of the obligated curve in performance review analysis. She changed the ranking system of analyzing employees that created rivalry among employees. Instead, Brummel created the quality system and the chance for best undertaking employees to earn bigger paychecks. Pay raises and add-ons were linked with the level and managers possessed the flexibility to provide whatever quality they wished to give their subordinates. Brummel also initiated the Mobile Medication program where doctors were delivered to employees homes in disaster situations. She modified the services and food provided at cafeteria at the top office by allowing various restaurants to operate at the cafeteria in order for employees to varieties of food to choose from. Employees could also order their food to be sent to their desks. Free shuttle were provided to transport employees to and from work. There is also free Wi-Fi usage of employees. Old caffeine machines were modified to the new celebrity cash i-cup machines where employees could brew fresh coffees instantly. Brummel also discontinued the delivery of groceries to employees' workplace area since patronage was suprisingly low. Microsoft had these performance and compensation practices in place in order to improve employees' morale, improve motivation and performance, and to retain their workers. The performance and reward initiatives also helped in getting and recruiting potentials job applicants.
2. I think the changes to the performance and prize management were beneficial but might lead to long-term problems. By allowing professionals to assign whatever level they would like to their subordinates, misunderstanding between professionals and their subordinates could be created. The new system may possibly also lead to lost of rely upon managers because there is no clear-cut concerning how marks are designated.
3. The encouragement of communication and feedback from employees upgraded thoughts of empowerment. Retaining town hall design of meetings and launching of an interior blog allowed employees to express themselves and also offered feedback to the company. These initiatives provided opportunities for employees to contribute to the success of the business, thus improving emotions of empowerment.
Chapter 7
Case study 7. 1 Staff Involvement Cases
1. Degree of subordinate participation in the case studies:
In both conditions, medium involvement where the situation is presented to a few subordinates to seek for any relevant information and recommendations is appropriate.
2. I selected this level of employee involvement because in the event 1, the top of research and development shortage technical knowledge on the new sugar-substitute task which demands involving other employees in the decision making. No or low involvement means choosing himself or asking a few employees for information related to the project. Since the brain of the division lack the technical expertise, this degree of involvement won't deliver the right solution to the problem. It is because the head of department will never be able to proficiently produce and choose the right alternative solution to the problem. On the other hand, higher level of involvement is not appropriate because not everyone in the study and development lab has the expertise or is familiar with the new job so regarding extra people in your choice making process won't help. It could even impede the procedure of producing ideas and solution to the condition. Medium degree of involvement is the best choice because since only a small number of research workers are familiar and have the expertise for the reason that field, regarding just them in the decision making process will produce the most effective solution to the situation. Quality ideas and substitute alternatives could be made that allows the first choice to make a better decision.
In circumstance two, the captain feels that whatever decision he will make will generate division on the list of crew participants. In this example, no or low participation will not assist with the condition because the captain still need to help make the ultimate decision without presented the situation to his crew members. At exactly the same time, advanced of involvement will not help as a result of possibility of era of discord and division one of the crew participants. Medium level of involvement is suitable because it will involve several crew users from both factors of the department and through generation of ideas and other alternatives, an improved finish and solution could be performed without era of conflict and divisions among the crew members. The captain could provide as a mediator between your two groups.
3. In both conditions, no or low level of employee involvement won't generate the correct solution to the problem. This is because in case 1, the top of research and development absence expertise in the field of the new project, and since no or low level of involvement only ask for information from employees without knowing about the condition, there's a possibility that the top of department could not appropriately and effectively position the pieces together to come up with appropriate solution to the problem. In case 2, as a result of possibility of creating division on the list of crew members regardless of whatever decision the captain can make, this level of involvement will not help. With regards to problems with more involvement, in case 1, only a few of the researchers are aware of the field of the new job so concerning those without experience in this field will not help. Relating those with no expertise will slow down research and projects they could be working on. Affecting those without the skills might impede your choice making process because they could make irrelevant recommendations for consideration. In case 2, more involvement might deepen the division among the staff members because your choice will come entirely from the team members with no captain.
Chapter 8
Case Research 8. 1 The Transport Industry Accounting Team
1. Team shaped in the case study:
Virtual team was formed in this example and it was necessary because the new company, Goldberg, experienced offices and branches over the nation. The electronic team was made to be able to gather employees of the same competence (shipping and delivery accountants) who could work together to achieve a goal. The virtual team was also necessary to avoid relocation and the hassle and stress associated with it.
2. Advantages and weakness of the team's environment, design, and operations:
Strengths:
Team Design: customers of the team acquired the same backdrop and expertise to perform the tasks assigned to attain the company's objectives. How big is the team (4 members) was manageable and the duty characteristics (accounting practice) pertains to the associates background and experience.
Weaknesses:
Team Environment: some team members lacked effective communication skills which created communication problems among the team members. Time dissimilarities of the location of the associates afflicted the team's success. Some team members got than 3 time to talk about information with other customers unless the associates scarify their personal time. The timing difference afflicted some employees' work-life balance.
Team Procedures: There may be insufficient cohesion in the team as some people disagree on strategic and important issues. There may be lack of trust as the team members don't realize one another on key issues. There is also lack of corporation among the team members.
3. Recommended ways to enhance the team's efficiency:
Ways to boost team success include team development where activities aimed to increase the development and effective functioning of the team is planned for associates. Activities relating to the team development program must include improvement of communication skills; clarification of team's performance goals; improvement of problem-solving skills; improvement of relationships among team members; and activities to help team members to find out about each other, tolerate each other, trust each other, and create ways to manage conflict within the team. One other way to improve team effectiveness is to establish and reinforce team members' roles in the team. The team also needs to establish norms to modify team users' patterns. The team also needs to focus on their cohesiveness through understanding, tolerance, and admiration for each other.
Chapter 9
Case Research 9. 2 It's about the Face-to-Face
1. Reasons why professionals meet employees and clients face-to-face:
According to this article, the reason why executives meet employees and clients face-to-face somewhat than through other communication programs are: to increase into new market areas; to negotiate important business discounts; to wait to employees and clients immediate concerns and problems; to put out important info to employees and clients; to make sure clients about the organization's commitments; and also to recruit potential applicants to fill essential positions in the organization. I think many of these are reasonable because face-to-face meeting with clients and employees makes the getting together with more important and respectable than interacting with through other channels. Additionally it is more persuasive, in particular when negotiating new offers and soliciting important clients. Face-to-face appointment also escalates the credibility of the executives and the communication or the info they send across.
2 Skills and knowledge necessary to make face-to-face communication work effectively:
The skills and knowledge that world-traveling executives require to make face-to-face communication work effectively include good communication skills and ethnic awareness and appreciation. Good communication skills encompasses tuning in attentively, acknowledgement of language differences and different accents, being wide open minded, being aware of the information approaching and going out, being concise and clear, and being able to access psychological reactions. Good communication skills entails conveying a message to some other person or group of men and women plainly and concise. In addition, it involves getting information without or with little destruction. Executives must make sure that the concept or the information they are mailing out is understandable to the person or group of folks receiving the information. By so doing, the executive can get his message out without misinterpretation.
Cultural understanding and appreciation will involve being delicate to other's culture, religion, beliefs, values, and to be able to build rapport with folks of different ethnic backgrounds than yours. What might be wrong and unacceptable in one culture might be appropriate in another culture. Professionals should be aware and sensitive to all or any these dissimilarities in other to speak effectively to people with different social backgrounds and prices. For instance, in Muslim areas, shoes must be removed before going into certain places and professionals must be able to understand and appreciate that culture to become accepted by the city to deliver his / her message.
Chapter 10
Case Study 10. 1 The Rise and fall of WorldCom
1. Power bases:
Bernie Ebbers and Scott Sullivan relied on reliable power, coercive electricity, expert vitality, and referent power to escape with the accounting scams they determined.
2. Influence practices:
Bernie Ebbers and Scott Sullivan used silent power, assertiveness, information control, persuasion, and ingratiation and impression management to regulate employees and the business's plank of directors.
3. Engagement in organizational politics:
Bernie Ebbers and Scott Sullivan employed in organizational politics because they employed in and exhibited self-serving conducts at the expense of other employees and up against the interest of the whole organization. In order word, they employed in selfish tactics for their personal increases. They used their ability and influence to activate in fraudulent procedures by stopping the circulation and showing of the organization's genuine financial information. They used their electricity and influence to manipulate others and transformed the organization's financial statements and information.
Chapter 11
Case Study 11. 1 Tamarack Industries
1. Symptoms of conflict in the event study:
Rivalry and anxiety between your experienced workers and the Greek team
Retaliation and sabotage
Anger of the experienced workers
Slowing down of creation of the Greek team by the experienced workers
Disagreement between your experienced personnel and the Greek team
2. Structural causes and escalation of conflict in the case study:
a) Incompatible goals, differentiation, and communication problems will be the structural causes of the conflict in the event study.
b) Demeaning reviews by the participants of the Greek team escalate the conflict between the two teams. Making demeaning comments heightens the perception of the presence of discord by the experienced employees. By heightening their belief of the life of discord, the experienced staff have a tendency to retaliate through sabotage by covering creation tools, making dents in materials, and incorrect installing components in order to slow production for the Greek team. The Greek team also reacts to the actions by the experienced employees by working smart to overcome their programs. These actions and reactions from both clubs escalate the turmoil.
3. Advice of activities to be taking by Dan Jensen, the foreman:
If I were Dan Jensen, I'd try and identify the main sources and causes of the discord and then try and eliminate or decrease the causes. As noted in the event study, the sources of the issue are incompatible goals, differentiation, and communication problems. Minimizing incompatible goals did not help the situation because even though Dan Jensen equalized the development by allowing the clubs to get similar production works, the Greek team prolonged to meet their creation schedule early on.
I would reduce differentiation by intermingling folks from the two clubs. I would form teams comprising of individuals from both different teams. By so doing, the experienced staff and people of the Greek team will reveal a experience and goals that may minimize or eliminate the conflict. By lowering differentiation, communication and understanding will improve because writing of the same goals and experience will provide the ability for the associates to connect and understand one another.
Chapter 12
Case Analysis 12. 2 Mack Attack
1. Competencies that seem to be best in John Mack:
a) Personality - Mack owns high extroversion personality. He socializes with employees and their own families at happenings and create himself to the people he does not know in the company when he meets them for the first time. He was approachable and open to new and fresh ideas from all employees. It had been easy for him to lure folks from others to his company.
b) Self-concept and Drive - Mack experienced self-confidence in his leadership skills and ability to attain his aims. Mack pursued his goals and targets of transforming his company into a high notch lender despite criticisms from both insiders and outsiders. He made high-risk assets and decisions despite criticisms that paid by the end. The business became a high lender from nowhere when Mack took over as the CEO. He pursued and persuaded individuals who he thinks are certain to get the job done and supports his transformation objectives to become listed on his company.
c) Integrity - Mack was truthful and consistent with his activities and decisions. Decisions were made more speedily regardless of whom and where in fact the ideas and recommendations were coming from. Mack was also open to everyone.
d) Understanding of the business enterprise - Mack possessed enough knowledge about the company's businesses having worked with the company for quite some time. He knew just what decisions to make to make the company successful. He recognized the business's weaknesses and advantages which made a few of the decisions just a little possible for him.
e) Cognitive Intellect - Mack had the capability to quickly process and assess information to reach at a conclusion. Decisions were made quicker than before. Mack also used his extensive experience in the financial sector to solve problems and made better decisions.
2. Transformational control behaviors:
Mack created a tactical vision and had a wish to transform the business's tender and timid culture in order to meet up with the company's challengers. To accomplish his strategic eyesight, Mack made significant changes in the company's ranks to be able to increase commitment to his eye-sight, goals, and dreams for the company. He persuaded and recruited people who'll support his goals and aims in order to transform the company. Mack desired team players who believe in the goal. He created a particular team to consider more investment opportunities and innovative ideas. Mack communicated his objectives and goals to employees and stakeholders immediately he assumed office. He guaranteed to bring back the business to the main spot in the financial industry and also guaranteed to double the company's pretax earnings.
Mack modeled his vision by moving out to professionally meet with clients throughout the world. He once trim his vacation brief in order to attend to the needs of his clients. Mack also motivated his employees and department heads to improve performance. He was regular with his activities regardless of criticisms. Mack built dedication toward his perspective by staying on course to look out for more investment opportunities and progressive ideas in order to attract more investors. Instead of lowering cost and handling profits, he widened divisions that were bringing in more earnings.
In the end, Mack's strategic vision and dreams arrived true. He transformed the company from nowhere he assumed office into one of the very best investment finance institutions in the financial industry. Mack's change changed people perception about his company and traders that left the company started coming back.
Chapter 13
Case Analysis 13. 1 Macy's Takes Personal
1. Changes in terms of the four elements of organizational structure:
a) Decentralization of merchandize and marketing to local area managers to be able to get customers to feel linked to the Macy's outlet stores in their area.
b) Narrow span of control with area managers being in charge of a smaller quantity of employees and average of 10 stores instead of 16 to 18. This will allow area employees and management to work more tightly with each other. District professionals will likewise have more control over decisions making within each allocated store.
c) Organic structure without wide span of control. Region managers have more autonomy to customize merchandize and marketing to match the demand of customers somewhat than standardization irrespective of physical location.
2. Contingencies recommending appropriate organizational change:
a) Exterior environment:
Dynamic environment - Macy's is responding to the needs of its customers by personalizing merchandize and marketing to match its customers in specific physical location.
Complex environment - Macy's decentralized its merchandize and marketing to match the demand of its sophisticated environment of different customers.
Diverse environment - Macy's customized its merchandize and marketing to meet up with the demand of diverse customers.
b) Organizational size: While Macy's increased its variety of employees at area offices; it reduced the number of employees at its regional offices due to decentralization.
c) Advantages of new technology system to aid businesses at the area offices and in specific stores.
d) Organizational strategy: Macy's individualized its merchandize and marketing to meet up with the demand of its customers in specific physical regions.
3. Problems with the new organizational composition and suggestive factors:
Problems: Increased pressure, workload, and stress on area and store professionals; increased cost credited to decentralization in which area and store managers have significantly more autonomy to customize merchandize and online marketing strategy.
Factors: Offering more managerial decision making to district professionals. Some of the managers may lack the necessary skills and experience to make certain critical decisions.
Laying off of regional offices employees with a few of them having critical decision making and managerial experiences
Chapter 14
Case Analysis 14. 2 Merck's New Cultural Cure
1. Top features of Merck's earlier culture:
The company acquired a culture of complacency; culture that thrived on success; and culture that prevented sharing of innovative ideas. Employees pursued their specific agendas instead of working as groups due to layers of bureaucracy. The tiers of bureaucracy prevented employees with progressive ideas to get together for product development. Communication programs were blocked which prevented the company from keeping yourself in-touch using its customers. The culture of the business had not been effective since it slowed down drug development and averted innovative and strategies to be pursued consistent with corporate goals and goals.
2. Richard Clark's key ethnical values he wishes to instill:
Culture of team work; customer and disease targeted; effective communication; dedication to and development innovative and strategies; and effective techniques and adaptability. The brand new culture is way better aligned with the exterior environment since it improves techniques and products development that meets regulatory requirements and demand of customers. Products are being developed and approve at a considerably faster rate than before which improves quality of life of patients.
3. Strategies applied by Clark to convert Merck's culture:
a) Grouping of employees into clubs with specific restorative specialty area and encouragement of team work. This may encourage sharing of progressive and strategies to promote commitment to excellence and trusting romantic relationships among employees and team members.
b) Motivating communication between groups and clients. This will promote commitment to learning and skills development. Employees will study from each other and develop their skills through showing of ideas. Feedback from customers will lead to performance improvement and improvement of techniques. Feedback from customers will also improve disease and customer concentrate to medicine development.
c) Execution of disease and patient emphasis to drug development. This will likely enhance innovative drug discovery functions and speed up drug discovery and development procedures.
d) Institution of early communication and discussions with insurance firms when new product is available. This will aid product approval by patients and payers. It will also provide marketing opportunities.
e) Rewarding researchers for failure. This can encourage scientist to become more dependable and encourage learning from history failures for future success.
Chapter 15
Case Study 15. 2 Inside Intel
1. Change management strategies:
Paul Otellini used communication by touring the company's outposts to meet and talk to employees about his plans for the business; learning by developing teams of men and women with different skills and experience; and to some degree, employees involvement to help introduce the many changes at Intel.
2. Conversation of data that some employees are resisting changes:
Employees' morale was negatively affected plus some employees kept Intel for other companies for fear of losing their careers and feeling directionless. Some employees felt unpleasant for the deviation from standard and formalized techniques and procedures. Some employees noticed their skills and skills aren't much respected then before and sensed disconnected from the business.
In order to minimize the level of resistance, Otellini have to engage in more communication with all employees and must place more emphasize on why there's a dependence on change. He must also entail more employees in the change process. By so doing, employees will feel being respected and more responsible for a successful execution of the changes. Employees' involvement will minimize fear of the unknown and can also make more ideas on successful implementation of the changes. Otellini could entail employees in stress management programs and discussions to help ease their doubts and problems about the change.
